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In this chapter we extend previous theory on the effects of stressors at the intersection of the work–family interface by considering the challenge stressor–hindrance stressor framework. Our central proposition is that stressors in one domain (work or non-work) are associated with criteria in the same domain and across domains through four core mediating variables. Through this theoretical lens we develop a set of propositions, which as a set, suggest that managing the work–family interface involves balancing the offsetting indirect effects of challenge and hindrance stressors.

Work and leisure, as important activity domains, play important roles in the lives of individuals. However, most previous studies focused on only the interference and negative effects of work on leisure, with little focus on the facilitation of work and the positive effects of work on leisure. In view of the shortcomings of previous studies, this study focuses on the facilitation effect of work on leisure and its impact on individual psychology. This study aims to explore the relationship between work–leisure facilitation (WLF) and turnover intention and the role of positive emotions and perceived supervisor support in this relationship.

In this study, the method of multipoint data collection was adopted to measure the subjects; 180 employees were sampled for 5 consecutive working days, and a multilevel structural equation model was established for analysis.

The results show that WLF is negatively related to turnover intention, and positive emotions play a mediating role in this relationship. Perceived supervisor support significantly positively moderates not only the relationship between WLF and positive emotions but also the indirect effect of WLF on turnover intention through positive emotions.

Based on affective events theory, this study explored the relationship between WLF and turnover intention and its mechanism by using the daily diary sampling method for the first time, to the best of the authors’ knowledge. The results not only deepen the understanding of affective events theory but also provide management suggestions for reducing employees’ turnover intentions.

This paper aims to explore the relationships among perceived organizational support, positive relationships at work and intent to turnover through a social exchange theory lens. The main contribution of this paper is the investigation of different types of positive workplace relationships on employee withdrawal behaviors.

A 49-item survey was developed through a review of literature related to positive workplace relationships and intent to turnover. Surveys were made available to 200 healthcare employees; 73 surveys were accurately completed and used to test a mediated model of positive relationships at work.

Positive relationships at work were found to have a mediating effect between perceived organizational support and intent to turnover. Additionally, perceived organizational support was found to have direct and indirect effects on intent to turnover.

Managers can affect employees’ intentions to turnover by improving practices that provide support to employees and encouraging positive relationships with coworkers. Additional literature related to our variables of interest suggests that employees perceive more support when their organizations offer commensurate rewards, opportunities for growth and participation in decision making.

This study speaks to those researchers and managers interested in employees’ motivations for staying in or leaving from their organizations. Turnover and related withdrawal behaviors are expensive for organizations, so discovering the factors that members value offers organizations the ability to affect their members’ intentions to turnover. Additionally, the exploration of relationships between perceived organizational support and positive relationships at work suggests that different support mechanisms play different roles in affecting organizational and individual outcomes.

Although employee relations are recognised as important mechanisms for initiating organisational competitiveness and output, existing research has focused primarily on how these relations embed employees’ job and performance, rather than on the declining outcomes from such relations. This paper aims to integrate research on co-worker relations at workplace and cynicism with social exchange as a theoretical grounding to propose a process model that focuses on how employees’ positive relationship at workplace impacts negatively on their cynical behaviours in organisation leading to their intention to stay rather than their intention to leave.

This study offers a conceptual analysis and a review of the literature to explain employees’ behavioural intentions which may lead to their psychological threat or psychological safety in work organisations.

This work positions cynicism as psychological threat that moderates and predicts the likelihood that negative relations at workplace will actively engage employees’ intention to leave the organisation. Similarly, the model positions job satisfaction and commitment as psychological safety that predicts the likelihood that positive relations at workplace will engage employees’ intention to stay. The outcome of this study is the creation of a model which provides a comprehensive methodological framework for conducting behavioural research.

This is a conceptual paper.

This study has major implications for managing and communicating with workers, as well as organisational socialisations and practices related to co-worker relations for effective human resource management practices from both managerial and practitioner perspective.

This work has been able to create a theoretical framework that provides an understanding for management to learn from its end-state competencies and contributions. By this, the model created would enable research to examine the empirical relationship between co-worker relations, cynicism and intention to leave. Thus, the contribution of this paper identifies the roles that management and organisational leadership can play in the practice of employee behavioural intentions.

The paper seeks to examine whether spillover from “nonwork” to work contributes to individuals' well‐being.

An online survey was administered to New Zealand local government employees. Positive (facilitation) and negative (conflict) spillover from two “nonwork” domains (family and personal benefit activities) to work were investigated. The survey also assessed psychological involvement (in work, family and personal benefit activities), time devoted to each domain, and self‐reported well‐being in each area.

Levels of nonwork‐to‐work facilitation were moderate, and significantly higher than nonwork‐to‐work conflict, and well‐being was moderately high (although greater for the family and personal benefit domains than for work). There were significant positive relationships between psychological involvement in the nonwork domains and levels of facilitation from these domains to work, and nonwork‐to‐work facilitation was associated with higher well‐being. Time invested in family and personal activities was not linked with greater nonwork‐to‐work conflict. Mediation analyses indicated that psychological involvement (in family and personal activities) was associated with increased facilitation, which in turn enhanced well‐being.

Engagement in family and personal benefit activities yields positive outcomes for individuals, in terms of their psychological well‐being and facilitation of work‐related outcomes. Encouragement to engage in these areas can therefore be beneficial for both individuals and their employing organizations.

The main contribution of this research is that involvement in personal benefit activities (as another component of the “nonwork” domain, in addition to family activities) can have positive outcomes for individuals, resulting in facilitation of work outcomes and positive well‐being.

The purpose of this paper is to adapt the job demands–resources perspective to extend social network literature by examining the effectiveness of psychological (work engagement and emotional exhaustion) and instrumental (access to benefits) mechanisms as mediators of the relationship between employees’ centrality in positive and negative ties networks and job performance.

The survey data were collected from 103 employees working at a public bank in three stages.

The study results supported the hypotheses that an individual’s centrality in a negative network increases his/her experience of emotional exhaustion, while individual centrality in a positive network increases his/her work engagement. In addition, the findings showed that centrality in positive networks will be more predictive of work engagement when negative ties centrality increases, and the relationship between centrality in the negative network and emotional exhaustion is weaker when centrality in the positive network is higher.

The study extends out to the social ledger model (Labianca and Brass, 2006) by examining the dual pathways of effects of positive and negative ties in predicting employee outcomes. In addition, the authors’ model enriches the understanding of the nature of social network ties more broadly by suggesting that its effects in the workplace can extend beyond psychological effects to include instrumental impact.

Purpose – We build a theoretical lens that draws on an emerging theory of positive work relationships to examine whether constructive emotional expressions in work relationships influence changes in individuals' affective commitment to their organization.

Design/methodology/approach – Using longitudinal data collected from full-time employees, we employed a latent-difference-score (LDS) approach to examine whether changes in emotional carrying capacity could account for changes in organizational commitment.

Findings – The findings support this hypothesis and suggest a new perspective on the ways in which a change in relationship capacity may create changes in people's commitment to an organization.

Research limitations – The main limitation concerns the use of self-report, albeit time-lagged, data.

Practical implications – Developing higher levels of employee affective commitment is a key challenge for many organizations. Our study can help managers in recognizing the importance of building a relational space in which employees are able to express emotions frequently and openly, as well as engaging with other employees in listening to their emotional experiences and responding in a constructive manner.

Originality/value – This study contributes to an emergent body of literature that adopts a positive psychology lens to the study of employee experiences at work, by investigating the capacity to express emotions in general and its influence on people's affective commitment to the organization.

This paper aims to investigate the relationship between home-to-work spillover, measured as positive and negative home–work interference (HWI) and turnover intentions, as well as the mediating role of perceptions concerning training and development practices.

Data were collected among 418 respondents who were working at two business schools. A confirmative structural equation modeling analysis was conducted for the analysis.

As expected, positive HWI showed negative relationships with turnover intentions, while negative HWI related positively to turnover intentions. Training and development practices mediated the relationship between positive HWI and turnover intentions; the mediation effect was stronger for women than it was for men. Training and development practices did not mediate the relationship between negative HWI and turnover intentions, however.

The outcomes suggest that helping employees to balance their work and home lives can be beneficial for employees, as well as for employers in terms of reducing turnover intentions.

As contributions, additional insight into the relationship between positive and negative non-work factors and turnover intentions by examining the ways in which both positive as well as negative HWI are related to turnover intentions. Furthermore, the research considers the mediating role played by perceptions concerning human resource (HR) practices, and particularly training and development practices as perceived by the employee, in the relationship between positive and negative HWI and turnover intentions.

Theory suggests that a person who is vital is energetic and fully functioning. Although researchers have recently directed increased attention to studying factors that facilitate or undermine vitality, this subject of inquiry is in its early stages, particularly in work settings. One critical social factor impacting vitality may be interpersonal relationships. This study examines how interpersonal relationships between co-workers affect employee vitality and job performance. Results of a study on 147 employees in work organizations indicate that both the capacities and experiences of high-quality relationships are positively associated with feelings of vitality, which, in turn, result in enhanced job performance.

Benevolent leadership is a leadership style in which leaders show consideration for their employees' work and life. Empirical studies have shown inconsistent relationships between benevolent leadership and employees' voluntary behaviors. Therefore, this study examined benevolent leadership's mediating (gratitude) and moderating (trust) mechanisms.

Overall, 792 questionnaires were collected from Executive Master of Business Administration (EMBA) and continuing education students at a public university in Taiwan. The research model was tested using confirmatory factor analysis and the PROCESS module.

Benevolent leadership influenced three voluntary behaviors of employees directly and indirectly through enhanced gratitude. Emotional trust moderated the relationship between work care and employee gratitude such that the positive relationship was stronger for employees with higher emotional trust levels.

Benevolent leadership is an effective leadership style that cares about employees' work and lives, enhancing their gratitude and engagement in voluntary behaviors.

The mediating effect of gratitude and the moderating effect of trust provide a possible explanation for the inconsistent relationships between benevolent leadership and voluntary behaviors.